Securing quality means securing the future! A forward-looking approach means reducing environmental impact and conserving energy and resources.

One of the corporate objectives of the 3River Group and its subsidiaries is to provide its customers with services in the quality ordered.

For us, quality management means coordinating of all the activities that contribute to customer satisfaction. This applies not only to the impeccable quality of our services, but also to our ongoing communication with customers and suppliers.

We build on the commitment of our employees. Through training and further education, employees are put in a position to achieve the specified goals. The competitive factor of “quality” is of eminent importance to us, particularly when we strive for cooperation with the automotive industry.

Quality does not come about of its own accord. It must be systematically and permanently developed, maintained and if possible improved – every day and by every employee.

In terms of sustainable action, we are pursuing a strict strategy of lowering emissions and conserving energy. We promptly implement individual measures at each production site.

The following quality guidelines illustrate the principles of our quality policy:

• We want to wow our customers.
• For this reason, our primary goal must be to deliver first-class quality to our customers.
• By this we mean excellent product manufacturing.
• Our customer sets the standard for our quality.
• The customer is our employer. He pays our “salary”.
• Our quality objective is always “zero defects” or “100% correct”. Should mistakes nevertheless occur, we talk about them and thus avoid the same mistakes in the future.
• Additional quality objectives are published annually by company management and documented with measures.
• We treat our customers in a friendly and competent manner.
• We are reliable, react immediately to requirements and complaints and deliver on time.
• This service quality is a matter of course for us.
• We want to meet the expectations of our customers. For this reason, our quality must be reflected in all our activities, not only in our products, but in all operational areas.
• Our customer is anyone for whom we provide a service, including colleagues in other departments, supervisors, every employee.
• We all support each other in meeting quality objectives. We proceed as follows: first think, then plan, then act, then verify the results.
• Our products are only as good as the quality of the purchased parts. We therefore expect top quality and punctual delivery from our suppliers.
• We also expect our customers to act in a quality-conscious manner.
• We inform our superiors, employees and colleagues about quality risks.

We undertake to comply with the applicable legal framework conditions for the environment and energy, to continuously improve our environmental and energy performance and thus make an effective contribution to the conservation of resources and environmental protection.

For us, this means:

• Regularly monitoring whether the necessary financial and structural conditions are in place
• Regular assessment and review of environmental and energy effects
• Setting and pursuing annual targets for improving environmental performance and energy efficiency as part of our defined energy and environmental policy
• Regular review of the management system through internal audits and the permanent assessment of compliance
• Purchasing energy-efficient products and services designed to improve energy-related performance

We ensure that all necessary information is available to achieve our set goals. In doing so, the integrated management policy we have adopted forms the framework for the individual strategic and operational goals we have set.

The integrated management policy, particularly with regard to the environmental and energy aspects, is regularly made public to our employees, affiliated companies, suppliers and service providers.

Every year, we undertake to review our management policy and make any necessary corrections.

Recurring planning activities occur, for example, in the areas of corporate development, production and preventive maintenance, test procedures, monitoring of test equipment, training, maintenance, allocation of tasks and authority, IM evaluation and performance of internal QEE audits as well as with regard to infrastructure, allocation of resources and control of documents and QEE records.

The planning activities required by each employee within the scope of the processes being controlled consist, for example, in clarifying, preparing, developing, providing, directing, supplementing, updating and checking.

Execution of the planning activities is ensured by following the relevant instructions.

Through appropriate measures (e.g. consultation/instruction/training) we ensure that

• freelancers/temporary staff/temporary employees
• field staff/representatives/fitters
• suppliers/service providers
• working groups etc.

work in line with our IM system.

Company management ensures that:

• Planning of the IM system is carried out in order to achieve the QEE objectives
• Functionality of the IM system is maintained when changes to the IM system are planned and implemented

Company management is responsible for the company’s QEE planning. This planning focuses on defining the processes necessary to effectively and efficiently meet the company’s QEE objectives and requirements consistent with the company’s strategy.

Inputs for effective and efficient planning include the following:

• Strategies
• Defined goals
• Defined requirements and expectations of customers
• Assessment of legal and regulatory requirements
• Assessment of the performance data of processes
• From past experience
• Identified opportunities for improvement
• Accurate data on risk assessment and risk reduction

The results of QEE planning serve as a basis for the required service, implementation and support processes.

This applies with regard to the following:

• Required skills and expertise
• Responsibility and authority to implement process improvement plans
• Required resources, e.g. finances and infrastructure
• Indicators for assessing the extent to which performance improvements have been achieved
• Need for improvement including methods and tools
• Need for documentation including records

Company management systematically evaluates the results to ensure the effectiveness and efficiency of the processes.